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Content correct at time of printing April 2012 and is subject to change.
Unless otherwise stated, figures relate to the period April 1 2011 -
March 31 2012.
£169,600,331
702,000
79,888
29,144
7,083
18,500
2,124
1,299
615
292
374
251
174
268
92%
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Many people may not be aware that they have one of the oldest police forces in Britain. The tradition of policing in Leicester stretches back more than
176 years with the first force – Leicester Borough
Police - being formed in 1836 and based in the
Guildhall in the heart of the City. Separate forces for the County and Rutland were formed a few years later and, in 1967, combined to create one police force.
highlights and lesser known facts about the Force:
• PC ‘Tubby’ Stevens was reputed to be the heaviest police officer at 24 stone. On his death as a serving officer in 1908 over 20,000 people lined the funeral route.
• Up until the 1890s officers carried cutlasses whilst out on patrol.
Sir Robert Peel, credited with being the founder of modern policing, came up with a number of principles in the mid 1800s. These were based on providing a service that policed with the consent of the public. One of the most quoted principles is:
“The police are the public and the public are the police.” Many of Peel’s principles still hold true today – policing without fear or favour and now not only with the consent, but very much with the help of the public.
With a history spanning over three centuries there is much to tell. However, we have picked out a few
• Barbara Denis de Vitre was one of the first women officers to work in Leicester. She advised nationally on women in policing and was credited for helping to increase the number of women police officers.
• In 1961 the City Police became the first non-
Metropolitan Force to introduce traffic wardens.
• In the 1980s we became the first Force to use ground-breaking techniques pioneered by Professor
Sir Alec Jeffreys at the University of Leicester. This led to the first offender ever to be convicted following mass DNA screening.
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Protecting our communities.
We do this by focusing on:
• Dealing with those who cause most harm
• Protecting vulnerable people
• Effectively deploying our people
• Working with partners to solve locally identified problems
• Trusting our people to use their judgement to make good decisions
• Ensuring effective and efficient use of resources
Our duty to our communities is at the heart of everything we do and regardless of the challenges we face in the future, we will deliver the level of service demanded by the diverse communities of Leicester,
Leicestershire and Rutland.
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We are facing significant new challenges including the effects of the economic downturn, a rise in the number of protests across the whole Force area and the complexities of policing new and diverse communities. Reducing crime and anti-social behaviour remains a priority for us and we continue to target those who cause most harm to our communities.
• Burglary, robbery and vehicle crime
• Violent crime
• Anti-social behaviour
• Protecting vulnerable people
• Serious, organised and major crime
• Metal theft
• Cyber or e-crime
• Domestic extremism.
It is essential that we put measures in place to protect our communities from serious, but often unseen, threats including terrorism and serious and organised crime. As outlined in the strategic policing requirement, we must be able to effectively deal with major challenges to public safety. We are committed to putting significant resources into these areas which are known as 'protective services'.
The thriving night time economy in our City and towns also adds to the potential for violent crime and antisocial behaviour which places further pressure on police resources.
The initial conclusions of the assessment (2012/13) have identified a number of priority areas which the
Force will target.
The performance targets and indicators which the
Force uses to focus performance delivery and demonstrate improvement are set out in the annual
Police Authority Policing Plan. These may be supplemented by internal performance targets. These indicators tend to focus on rates for reducing or detecting crimes, however the 2011/14 plan also includes measures which look at the effectiveness of the use of Stop and Search powers, the efficiency of our call management centre in answering calls and sickness absence rates.
The challenges we face are set against the backdrop of a reducing budget and a decrease in numbers of police officers and police staff .
Significant steps have been taken to improve the way in which the Force deals with anti-social behaviour.
Indicators have been developed to help us to determine the impact that this work has had.
The Force undertakes, with partner agencies, a yearly strategic assessment which looks at crimes committed and analyses data to identify the greatest threats and where priorities lay for the forthcoming year. The assessment looks at our preparedness in relation to local policing and protective services.
The Force is structured to meet these challenges in a resilient, professional and effective way with 3,865 officers, staff and volunteers all with the shared aim of making Leicester, Leicestershire and Rutland a safer place to live, work and visit.
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Leicestershire Police's most important asset is its people and it is through their professionalism, dedication and determination that the Force is able to protect our communities.
Due to the complex nature of policing, in addition to officers and staff you will see on the beat, some are attached to departments combining a wide-range of specialist skills to create a diverse police force that provides a professional service to all.
The Force has 2,124 police officers and 1,299 police staff. Over 70% of all our officers and police staff are engaged on front line duties (based on the definition of front line and back office taken from the Chief
Inspector of Constabulary, Denis O’Connor’s report
Demanding Times).
Over the course of 2011/12, the police officer establishment has been reduced by 86 posts to help realise the savings required as part of the
Government’s Comprehensive Spending Review.
Proportion of officers in front, middle and back office functions – 2011
Proportion of officers in front, middle and back office functions – 2012 www.leics.police.uk
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Throughout this change the organisation has protected front line policing.
The current workforce is made up of 62% police officers and 38% police staff (including police community support officers).
Workforce modernisation, which looks at replacing police officer posts where warranted powers are not needed with police staff, is progressing. This will result in altering the workforce mix over the next two years which will improve our position in the Value for Money indicators, which are set by Her Majesty’s Inspectorate of Constabulary. However, every step is being taken to maintain the proportion of staff engaged in front line duties.
complement and support police officers, providing a visible and accessible presence. The majority of
PCSOs form part of neighbourhood teams and are well received by their local communities. The Force aims to maintain a PCSO establishment of 229.
Special Constabulary and Volunteers
The Special Constabulary is our part-time police force.
It is made up of volunteer members of the public who, when on duty, have full police powers. At present we have 268 – a figure we’re always looking to grow.
During 2011/12 our specials provided more than
79,000 hours of policing.
Police Staff
The current establishment for police staff is 1,299. As a result of the modernisation of some police officer posts, we expect the police staff establishment to increase slightly during 2012.
Our Police Support Volunteer Programme provides an opportunity for volunteers to give their time in a diverse range of roles to support officers and staff.
We have 174 volunteers who help in a variety of ways including monitoring CCTV footage, clerical support and supporting neighbourhood teams.
Police Community Support Officers (PCSOs)
Police Community Support Officers work to
In 2010 and 2011, Blaby's team of volunteers received a national award for a project aimed at making the lives of the most vulnerable people in our communities safer. The team have again been nominated for this prestigious award this year.
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Leicestershire Police is led by a team of chief officers headed by the Chief Constable, Simon Cole, and supported by a deputy chief constable, two assistant chief constables – one responsible for operations and one for crime, a director of HR and a director of finance.
Their role is to provide strategic leadership to the
Force.
Our police officers and police staff are employed in five business/operational units supported by centrally based HR and finance functions.
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There are two Basic Command Units (BCUs), which provide policing across Leicester, Leicestershire and
Rutland, each headed by a Chief Superintendent supported by a dedicated senior management team.
The BCUs are co-terminus with the City and Counties boundaries enhancing partnership working with district and unitary authorities.
The City BCU consists of 22 wards under a unitary City
Council. The City is split into six local policing areas.
Each of these areas has a local policing unit (LPU) where our neighbourhood policing teams are based.
The two BCUs have a very similar share of reported crime with just over 52% of all crime being committed in the Counties and 48% committed in the City.
The BCU has an establishment of 588 police officers,
94 PCSOs and 36 police staff and covers an area of 42 square km with a population of over 300,000. It has a very diverse population with many different nationalities, some of whom have been in the City for many years, and others that are less established.
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The City Centre local policing unit covers the main
City hospital, two universities and business and shopping areas.
Working with the Safer Leicester Partnership and the
City Council, we aim to ensure that people who live and work in the City, together with those enjoying its facilities, have a pleasant, safe and crime-free experience. A number of task and finish groups have been created under the Partnership to deal with issues including violent crime, retail theft, domestic violence, night-time economy and licensing.
The other five local policing units cover a mix of commercial and retail properties combined with extensive residential areas, each of these having a different population mix and different challenges. The neighbourhood teams work closely with local volunteers, partner agencies and special constables to improve these areas for local communities.
Supporting the work of police and our partners on the City BCU is an integrated offender management team. It enables partners to work together to ensure that offenders, whose crime causes most damage and harm locally, are managed in a co-ordinated way.
The Counties BCU has responsibility for the area covered within the boundaries of Leicestershire
County Council and Rutland County Council which together has a population of around 680,000. It covers seven district councils – Charnwood, North West
Leicestershire, Melton, Hinckley, Blaby, Oadby and
Wigston and Market Harborough.
The BCU has an establishment of 646 police officers,
125 PCSOs and 43 police staff who deliver policing services across nine LPUs.
These include
Loughborough which covers a large university campus, Coalville, Shepshed, Ashby, Wigston, and
Hinckley which are all busy towns.
The eastern part of the county covers the market towns of Melton Mowbray and Oakham, with a significant rural population, and the popular Rutland Water.
Further south are the towns of Market Harborough and
Lutterworth, both of which have an increasing urban population.
Supported by specialist resources the Counties BCU also polices a significant road network, including the
M1 and M69, as well a number of key arterial routes.
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Local officers, also working on the BCUs, investigate less serious crime such as criminal damage.
Delivering Justice is headed by a Detective Chief
Superintendent and consists of four business areas:
Investigative Services – Responsible for investigating a number of types of crime including burglary, robbery, vehicle crime, serious violent crime, serious sexual crime and serious organised crime. Detectives are based on the BCUs. A dedicated team also offers support through the use of covert policing.
Safeguarding – The department comprises a number of specialist units which investigate crimes including child abuse, rape and domestic abuse. In this area of business multi-agency working is key to protecting some of the most vulnerable in our communities. A dedicated team manages a 'comprehensive referral desk', linking in with our partners from other agencies, it manages referrals around children and vulnerable adults.
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The Department provides the Force’s response and resources for the MAPPA (Multi-Agency Public
Protection Arrangements), dealing with dangerous and sex offenders. It is also responsible for Force-wide issues around missing people, mental health and hate crime.
We are now considering models as to how we can collaborate further in the future.
The Tasking Directorate, led by a Chief
Superintendent, comprises of the Contact
Management Department, Operational Support
Department and the Force Intelligence Bureau.
Criminal Justice – This department is responsible for the provision of custody suites for the Force. It is also responsible for the management of the Witness Care
Unit, the preparation of files for court and liaison with criminal justice partners, for example, the Crown
Prosecution Service. The department also undertakes the Force’s functions around licensing (entertainment licenses/firearms licenses). The Road Safety
Partnership Team are also managed within Criminal
Justice.
Forensic Services – This department is responsible for the delivery of forensics for the Force. This includes: identifications through the fingerprint bureau and footwear comparisons; investigations which involves forensic investigators attending scenes of crime; submissions which are items sent to the laboratory for testing; and E-forensics which includes the examination of phones, computers and CCTV examination.
The department has a long history of working with colleagues from Northamptonshire forensic services.
Contact Management Department – This department handles around 702,000 calls a year to both the 999 emergency number and the 101 non-emergency number. It is one of the top performing call centres in the country and has one of the highest satisfaction levels for first contact. Incidents can range from requiring the deployment of one officer for a short period of time, to complex major incidents requiring the command and control of significant resources over a number of days. Our primary targets relate to answering calls for assistance promptly, expressed in terms of calls which are abandoned before being answered.
Force Intelligence Bureau – This department is responsible for the development of intelligence which includes liaison with partners such as the prison service, Crimestoppers, partnership working within our Integrated Offender Management teams and the
Police National Computer section. Its performance www.leics.police.uk
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analysis functions include the submission of national data. Performance and crime threats are identified through assessing information about victims, offenders and locations. These threats are then managed through the tasking and co-ordination of resources towards those threats which are considered the highest priority.
Operations Support Department management, roads policing and serious collision investigation unit.
– This department is made up of a number of specialist units which includes dogs, firearms, tactical support group, traffic inspections carried out by agencies including Her
Majesty’s Inspectorate of Constabulary (HMIC).
Project Management and Continuous Improvement – this team leads on major Force-wide projects which has included delivering savings in excess of £15 million and the introduction of mobile data. The team will also identify ways in which services can be improved, involving the use of continuous improvement tools.
The department is also responsible for policing East
Midlands Airport and the Air Support Unit, which has a helicopter shared with two other forces. The Force planning unit is responsible for developing detailed plans for events and operations.
Corporate Services is headed by a chief superintendent and consists of six key units:
Equality and Fairness Team – This unit provides support and oversight for a number of equality duties.
This includes the Equalities and Human Rights
Commission action plans, local diversity support networks and links into diverse communities. Support is also given to the Chief Constable who holds the
Association of Chief Police Officers (ACPO) national portfolio for mental health and disability and the
Assistant Chief Constable who holds the ACPO national portfolio for Lesbian, Gay, Bi-Sexual and
Transgender issues.
Audit and Survey – This unit is responsible for the monitoring of performance in relation to crime recording standards, user satisfaction, public confidence and service delivery standards. The team ensures that the Force is on track to achieve/exceed national standards and manage the frequent
Risk and Business Continuity – This section manages legislative requirements around health and safety and well-being at work. It also is responsible for the development and testing of business continuity plans which ensure continuity of service during incidents or where there is a high-level of absence.
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Corporate Communications – This department is responsible for the Force’s internal and external communication.
specialist marketing, communications, campaign publicity, internal staff media training, publications, digital media and social media.
This includes press releases, media-handling,
• Scientific Support
• Major Crime
• Special Branch
• Technical Surveillance Unit
• Regional Review Team
• Occupational Health
• Learning and Development
Professional Standards – This department deals with a number of areas including vetting, information management, anti-corruption and civil claims. It investigates complaints and allegations of misconduct and works closely with the Independent Police
Complaints Commission.
There are a number of other areas which are being considered for collaboration opportunities in the future including human resources, specialist operational policing and information technology.
All directorates and BCUs are supported from the centre by Human Resources and Finance.
We anticipate savings in the region of £5.7 million over the next four years from regional collaboration which is a significant return on investment and highlights one of the potential benefits of working across boundaries.
Police forces in the East Midlands have worked together formally and informally over the past decade, recognising that joint working is a sustainable way of delivering a wide range of policing services to people across the East Midlands.
Formal collaboration is now embedded into the policing culture within Leicestershire and we are now collaborating in the following areas:
Collaboration takes place not just internally between forces but also between other public and voluntary sector partners. We work closely with our partners through the Community Safety Programme Board, the
Safer Leicester Partnership and the Local Criminal
Justice Board amongst many others. An example of such partnership collaboration is the Integrated
Offender Management Hub between the Police,
Probation, Youth Offending, the City and County
Council, Criminal Justice Drugs Teams and
Community Safety Partnerships.
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We are extremely pleased that over the past ten years crime has continued to fall. Since 2003 recorded crime has fallen by 28.6%, which means 27,299 fewer victims.
Violent crime has also fallen by 30.8% between
2003/4 and 2011/12 which means 6,168 fewer victims of violence.
Crime Reduction between 2003 - 2012
Burglaries of peoples' homes has fallen by 34.8% over the past ten years amounting to 2,263 fewer victims.
Violent Crime Reduction 2003 - 2012
In the three year period 2009 - 2012 there was a
34% reduction in recorded incidents of anti-social behaviour resulting in 15,023 fewer victims.
Burglary Dwelling Reduction 2003 - 2012
Anti-Social Behaviour Reduction
2009/10 - 2011/12
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of anti-social behaviour. These are positive figures and demonstrate the high level service we provide.
Our aim is always to provide the best service we can and we are extremely proud that the communities we serve say that they do have trust and confidence in us.
However, our aim is to continue to improve and targets have been set to reach 88% satisfaction levels by the end of the financial year.
The British Crime Survey asks the public a number of questions around trust and confidence and our results show that we are going in the right direction.
We also conduct a more local survey (Community
Based Survey) that asks the same questions as the
British Crime Survey but gives more localised results.
Examples of these are as follows:
A recently published report by The Chartered Institute of Personnel Development (CIPD) quotes the national average sickness rate as 7.7 working days per person, rising to 9.1 in the public sector. This information compared to our own performance indicates that we perform well, with less sickness than the national average.
• 77% of people surveyed believe we are doing a good job in their local area
• 91% of people surveyed felt that anti-social behaviour had reduced or stayed the same
• 92% of people surveyed felt that policing in their area had improved or stayed the same over the past year
To enable us to monitor our service and identify any areas for improvements, a number of victims are also surveyed.
Police staff sickness is at its lowest on record and improved year on year for the past three years.
• Police officers – working days lost in 2011/12 =
6.0 per officer against a target of 6.4 days.
• Police staff (including PCSOs) – Working days lost in 2011/12 = 6.9 per employee against a target of
7.4 days.
We are encouraged that satisfaction levels in relation to victims of crime are at 86% and 83% for victims www.leics.police.uk
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Like other public services, Leicestershire Police faces unprecedented challenges to its budget following the
Comprehensive Spending Review (CSR) announced in
October 2010. The CSR set out reductions equivalent to over 20% of police grant funding for the period 2011 through to 2015.
We’ve already started to reduce the budget whilst ensuring a resilient and effective service remains in place. Throughout 2010/11 we reduced our revenue budget by over £15 million by reducing management, back-office and administrative costs.
We have now started on the second phase of savings initiatives. The includes considerable work with other forces to either collaborate or share services at a regional level. We are also seeking to reduce the number of officers performing roles where no warranted powers are required and continue to seek efficiencies and savings through back office functions.
of this is that Leicestershire Police receive approximately £4 million per annum less than is expected if the funding formula is applied correctly.
This year's Olympics also present a significant challenge in relation to resource availability and costs.
This has been accounted for in the medium term financial plan, but there remains a possibility of increased resource requirements to support the national policing operation.
It costs the local taxpayer who is in band D of the council tax £173.87 yearly for policing services.
That works out at just 48p a day.
The Police Authority approved a budget in 2012/13 of
£169.6 million, a decrease of £5 million.
Additional pressure is also placed on the Force budget, as the national funding formula is not applied equitably across the 43 forces in the UK. The net effect
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The money is spent as shown in the pie chart below: www.leics.police.uk
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Each year Her Majesty’s Inspectorate of Constabulary conducts a Value for Money comparison looking at the expenditure and workforce mix across all forces in the country.
The most recent Value for Money profiles demonstrate that Leicestershire is a lean and efficient police service with money prioritised on front line services and very little as a proportion spent on estates, back office functions and non staff costs as shown in the charts shown below.
• Premises as a percentage of staff costs – third lowest in our Most Similar Force (MSF*) group
• Transport as a percentage of staff costs – lowest in our MSF group
• Overtime – expenditure on police officer overtime is approximately £300,000 below the national average.
We are also very inexpensive in expenditure on transport, premises, overtime and non-staff costs and these are highlighted as positive ‘outliers’ in the Value for Money profiles when compared to other forces:
* Most similar force group – made up of Avon & Somerset,
Devon & Cornwall, Essex, Kent, Lancashire,
Northamptonshire and Nottinghamshire.
These charts give an overview of what policing in each force costs per head of population. The national average spend is £194, we are below the average with a spend of £184.
The national average spend per person on backoffice support is £39.60 per year. We are significantly below this spending only £33.
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Despite the challenges we face we are now looking forward to what will be an exciting time for us. We will play our part in policing the Olympic and
Paralympic Games and the Queen's Jubilee year.
This is together with maintaining business as usual, implementing a new Case and Custody system and welcoming an elected Police and Crime
Commissioner.
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To contact us in an emergency dial 999
In a non emergency call 101 www.leics.police.uk
Produced by Leicestershire Police
April 2012